Generally management using Ranking/Scoring system of performance appraisal ie Form as Swastik said but if we focus on another method of ranking like "Self Appraisal" with comments by sr in descriptive way, it will serve the purpose. Apart from scoring method, we should get the feedback in descriptive way for correct analysis. Based on that analysis, score and self appraisal, we can reduce these shortcoming upto some extent.
Attributes to effective feedback
In general, feedback is most likely to be effective if it is :
1.Descriptive rather than evaluative. By describing your own reaction, it
leaves individuals free to use it or not to use it as they see fit. By avoiding evaluative language, you reduce the need for the individual to respond defensively.
2.Specific rather than general. To tell a subordinate he is “dominating” is
not as useful as to tell him “Just now when we were deciding the issue,
you did not listen to what others said, and I felt forced to accept your
3.Sensitive to the needs of both the receiver and giver of feedback.
feedback can be destructive when it serves only your own needs
of the person on the receiving end.
4.Directed toward behavior which the receiver can do something about.
You only increase frustration when you remind a person about some
shortcoming over which he has no control.
5.Solicited, rather than imposed. Feedback is most useful when the receiver has asked for it. The receiver may be more defensive and listen less if he did not ask for the feedback.
6.Well-timed. In general, feedback is most useful at the earliest opportunity after a particular incident. Timing also depends on the person’s readiness to hear feedback, support available from others etc.
7.Checked to insure clear communication. One way of doing this is to have the receiver rephrase the feedback to see if it corresponds tow hat the sender has in mind.
Hope these will be of some help
Very thought provoking information.
Whenever the appraiser is a human, goof ups bound to happen. Even if its a Self-appraisal or the other way around there is a lot of chance of subjectivity getting into the appraisals at one point or the other. There are several instances wherein I have come across in several organizations where the appraisals are manipulated to award promotions and increments to some employees either due to favoritism or due to other pressures. In some organizations these are an annual ritual where lot of time and energy is consumed or rather wasted on preparation of appraisals and the ultimate result would be something different and there will be no connection absolutely between the end result and the findings in the appraisal. This is happening in many organizations and HR professionals are very well aware of these mis-appraisals.
In order to counter the involvement of human error in recruitments, several effective tools like psychometric tools etc. have been introduced where the selection process is being done scientifically and as per the results, the candidate will be selected. How about adopting same method in evaluation of performance of employees? Are there any methods of doing the evaluation in a scientific method without human involvement so that performance gets rewarded and non-performance will be identified? I request the learned members to share their experiences about this scientific performance appraisal methods.
Performance Management & Appraisal Help Center and there's a ton of good stuff there on performance appraisals and similar topics.
I'll try to post some more articles here.
I'll try to post some more articles here.
• The leniency bias crops when some raters have a tendency to be liberal in their rating by assigning higher rates consistently.
• Equally damaging one is assigning consistently low rates.
2. Problems with central tendency:
• Some raters appraise all the employees around the middle point of the rating scale and they avoid rating the people higher or lower level.
• They follow play safe policy because of answer ability to management or lack of knowledge about the job and person he is rating or least interest in his job.
3. Problems with personal prejudice:
If the rater dislikes any employee, he may rate them at the lower end and this may distort the rating purpose and affect the career of these employees.
4. Problems with halo effect:
• A person outstanding in one area tends to receive outstanding or better than average ratings in other areas as well, even when such a rating is undeserved
• To minimizing the halo effect, you should appraise all the employees by one trait before going to rate on the basis of another trait.
5. Problems with recent performance effect:
In general, raters remember the recent appraisal of the employee and they usually follow appraisal results last time.
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Download the Solutions for top 50 problems people face with Performance Appraisal based on Dr. John Sullivan's blog at Synergita-performance appraisal software ezine. <link updated to site home> ( Search On Cite | Search On Google )